BOURNEMOUTH UNIVERSITY
its infrastructure and its utilisation of its estate, its data and financial literacy and its technology estate. What’ s more, this was underpinned by a cultural shift, meaning the university is focused on redefining its performance measurements to guide its evolution.
“ We want to build a culture of performance,” Gerry says.“ We want to diversify our income streams. We want to differentiate ourselves. We want to improve our educational and research quality.
“ In order to do that, we’ ve redefined our KPIs, identified lead indicators, and we’ re in the process of developing an
OKR framework – all benchmarked but ambitious to help be our North Star over the next 10 years.”
To successfully execute this strategy, BU needs to hold two financial realities in balance:“ The everyday costs we can flex year to year, and the major, long-term investments that take time to pay off.”
Achieving this equilibrium requires the university to rapidly democratise financial insight across its faculties.“ We are at the very start of helping people right across the university understand the numbers they work with, so that everyone can play their part in keeping those everyday costs under control,” Gerry emphasises. 104 August 2026